Singtel Management Associate Program 2015

Originally Posted by Unregistered

Please stop divulging confidential company information.

- Moon

so this is true lor?

Originally Posted by Unregistered

Hi, regarding the job rotations, I have a question.

If for the first 2 years, MAs are rotating in 2 different functions, will that be more of a breadth rather than depth?

Usually for a non-MAP job, you build up your skills and experience vertically and delve deeper along the way. For MAP, if your experience is in different areas for 2 years and if you get deployed to a different role in the third year, won't you be unable to specialise in one area?

Like, you're a 'well-rounded' person, but without in-depth knowledge and skills in any function after the programme?

Feel like there's a risk in this though. if MAs do 2 rotations and then choose one role, then isn't the experience from the other rotation sort of wasted?

Actually I've seen 3-year MAPs with each rotation lasting for like 6 months? Is that like a 3-year internship?

Originally Posted by Unregistered

Feel like there's a risk in this though. if MAs do 2 rotations and then choose one role, then isn't the experience from the other rotation sort of wasted?

Actually I've seen 3-year MAPs with each rotation lasting for like 6 months? Is that like a 3-year internship?

Thats MAP in all organisations right. Even the ministers are doing the same. The experience wont be wasted cause at the highest level, everything will come together.

beyond the broad exposure, a lot of ppl don’t appreciate how networks are important are to career success

Originally Posted by Unregistered

Feel like there's a risk in this though. if MAs do 2 rotations and then choose one role, then isn't the experience from the other rotation sort of wasted?

Actually I've seen 3-year MAPs with each rotation lasting for like 6 months? Is that like a 3-year internship?

Why is the experience wasted? There are transferrable skills that can be picked up from a specific department. For example, if you decide to rotate at a sales function, you definitely can pick up skills that can't be easily acquired if you work at operations for example. In addition, networking is also important. Giving you opportunities to work across diff departments, functions, etc allows you to expand your network.

Also, if the MAP candidate feels like he/she already know what they want 100%, they can choose to stay in that department for 2 years if they wish too.

Originally Posted by Unregistered

Hi, regarding the job rotations, I have a question.

If for the first 2 years, MAs are rotating in 2 different functions, will that be more of a breadth rather than depth?

Usually for a non-MAP job, you build up your skills and experience vertically and delve deeper along the way. For MAP, if your experience is in different areas for 2 years and if you get deployed to a different role in the third year, won't you be unable to specialise in one area?

Like, you're a 'well-rounded' person, but without in-depth knowledge and skills in any function after the programme?

Depends on whether you're a SMAP or MAP. SMAP focuses more on technical depth and knowledge to become a tech specialist. On the other hand, MAP is meant to develop leaders for the next generation.

Look at the government, they shuffle the important ministers across different job scopes to expand them to that breadth. You see a minister being rotated from Transport to Healthcare to Finance etc., just to gain that experience.

Most leaders today are generalists rather than specialists, well of course, you need to be able to display some depth in a certain domain.

anybody knows whats the average bonus for SMAP?

Originally Posted by Unregistered

Depends on whether you're a SMAP or MAP. SMAP focuses more on technical depth and knowledge to become a tech specialist. On the other hand, MAP is meant to develop leaders for the next generation.

Look at the government, they shuffle the important ministers across different job scopes to expand them to that breadth. You see a minister being rotated from Transport to Healthcare to Finance etc., just to gain that experience.

Most leaders today are generalists rather than specialists, well of course, you need to be able to display some depth in a certain domain.

Im sure SMAP people can be CEO too. Their technical knowledge will be invaluable.

Originally Posted by Unregistered

Im sure SMAP people can be CEO too. Their technical knowledge will be invaluable.

A plus point, but the main thing you are looking in a leader is critical thinking and people management skills. He can leverage the technical knowledge from his CTO if he needs it

Originally Posted by Unregistered

A plus point, but the main thing you are looking in a leader is critical thinking and people management skills. He can leverage the technical knowledge from his CTO if he needs it

U mean SMAP no critical think and people management skills? CTO no people management skills?

You're a joke honestly.